When Core Self-Evaluation Leads to Career Adaptability: Effects of Ethical Leadership and Implications for Citizenship Behavior

Abstract

Drawing upon the career construction theory and the trait activation theory, the present study first aims to uncover the interactive effect of core self-evaluation (CSE) and ethical leadership on career adaptability. In addition, the authors examined how career adaptability mediates the interaction effect of CSE and ethical leadership on organizational citizenship behavior (OCB). Two-wave data from 156 employees were collected in a manufacturing company over a one-month interval. Results showed that ethical leadership moderated the relationship between CSE and career adaptability. Specifically, the positive relationship between CSE and career adaptability was stronger when ethical leadership was low. Moreover, career adaptability mediated the relationship between CSE and OCB, and ethical leadership moderated this indirect relationship. We discuss implications for career adaptation and organizational effectiveness.

Keywords:

• Career development
• engagement
• personality
• self-concept

Additional information

Funding

This work was supported by the National Natural Science Foundation of China (grant ID: 71702184).

Notes on contributors

Xiao-min Xu

Xiao-min Xu is a Ph.D. student in the Business School at the University of Edinburgh. Her research interests include justice, trust, and career development.

Kun Yu

Kun Yu is an assistant professor in the School of Labor and Human Resources at the Renmin University of China. He received his Ph.D. from Peking University. His research interests include ethical/ unethical behavior, work-family interface, and career development.